An employee in an IT company is not satisfied with his night shift allowance. For this reason, he wants to leave the company. So, what should an HR executive do to convince him and retain him in the company? What are the procedures that the HR executive should follow? Please share your valuable suggestions on this issue.
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From India, Bangalore
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Thank you.
From India, Bangalore
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Hold an exit interview, but do not use it as a medium to give a counteroffer to employees. Listen to the employee to understand the reasons behind their decision to leave the company. The insights gathered should be used to drive changes in the company's structure, policies, and processes, rather than being filed away and forgotten in a dusty corner.
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Surya
From India, Delhi
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45Keep updated.
Surya
From India, Delhi
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Ask him to postpone matters for a few weeks for the company to look for a solution.
The question is how many people are in the day shift and how many are in the night shift? In a BPO environment, salaries may or may not contain a shift allowance. Normally, there is none as the working depends on the project needs. Sometimes there is a notional shift allowance of 500/- in case of agents. Only in cases where there is a major discrepancy of sorts between policy/compensation levels in two processes, then it needs sorting out.
Surya
From India, Delhi
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The question is how many people are in the day shift and how many are in the night shift? In a BPO environment, salaries may or may not contain a shift allowance. Normally, there is none as the working depends on the project needs. Sometimes there is a notional shift allowance of 500/- in case of agents. Only in cases where there is a major discrepancy of sorts between policy/compensation levels in two processes, then it needs sorting out.
Surya
From India, Delhi
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Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...ling&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
An Instant & Easy way to get information is use Quick Search in the site,,
Type the keyword, for which you have a query, the answers will be displayed.
Still if you are unable to get the answer, then post it,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
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Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...ling&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
An Instant & Easy way to get information is use Quick Search in the site,,
Type the keyword, for which you have a query, the answers will be displayed.
Still if you are unable to get the answer, then post it,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
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Tell him that the night shift allowance should not be a problem. He must be feeling that he is being paid less for working night shifts. You can inform him that there may be other companies where he could be paid more for night shift allowance. However, in our company, he can also benefit from other HR policies apart from the night shift allowance, such as travel allowances, meal provisions, and a conducive work environment. These factors may not be as favorable in other companies. Therefore, it may not be wise for him to leave his current job solely for the night shift allowance.
The key point to consider is that we do not exactly know the reason behind his resignation. He may be citing the night shift allowance as a reason to provide an explanation, but there could be other underlying reasons for his decision to leave. It is possible that he is determined to move on regardless. Avoid pressuring him to stay with the company. Instead, diplomatically explain the strengths of our company and leave the final decision to the employee. As HR professionals, our role is to provide guidance and advice, but ultimately, the choice to stay or leave rests with the employee.
From India, Pune
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The key point to consider is that we do not exactly know the reason behind his resignation. He may be citing the night shift allowance as a reason to provide an explanation, but there could be other underlying reasons for his decision to leave. It is possible that he is determined to move on regardless. Avoid pressuring him to stay with the company. Instead, diplomatically explain the strengths of our company and leave the final decision to the employee. As HR professionals, our role is to provide guidance and advice, but ultimately, the choice to stay or leave rests with the employee.
From India, Pune
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Problems with employees may arise from time to time in even the best-run businesses. Occasionally you may need to take disciplinary action against employees or deal with their grievances but it is better to look at ways of preventing problems arising in the first place.
If problems do arise, deal with them rather than let them fester into resignations and/or tribunal claims. Disciplinary and grievance procedures should be an aid to good management.
Any worker may have concerns or complaints about their work, employment terms, working conditions or relationships with colleagues that they want to discuss or bring to your attention. They will want you to address and, if possible, resolve these grievances.
Handle these issues before they develop into more serious problems that can affect performance, morale and discipline.
Where a grievance applies to more than one person and you recognize a trade union, then you could resolve the problem through a collective agreement with that union.
There is no exhaustive list as to what you should include in your grievance procedure. It should aim to resolve problems as fairly and quickly as possible.
The practice on disciplinary and grievance procedures sets out that a procedure should:
be straightforward and in writing
• allow for the rapid resolution of problems
• be made known to all workers
The stages contained in the procedure will vary with the size, type and structure of the business. It will usually specify:
• how and to whom a worker should raise an issue
• where to go next if the issue can't be resolved at this level
• what the time limits are for each stage of the procedure
• the right to be accompanied by a colleague or trade union
official at any hearing
Handling a grievance
When dealing with a grievance:
• ensure you're familiar with the procedure and apply it
correctly
• hold any grievance hearing in private without interruptions
• where a grievance relates to the person's line manager,
ensure that the employee can raise the grievance with
someone else
• listen carefully to the person's explanation of the problem and
consider whether there is a deeper issue which might be the
root cause of the grievance
• listen to any conflicting points of view
• weigh up all evidence to see whether there is an issue you
need to address
• decide what action to take, trying to balance fairness to the
person without compromising the business or other workers
• inform all concerned parties of your decision and the appeal
process
• ensure you resolve any problems relating to policies,
procedures or conduct where the grievance procedure
highlights these
• keep the process as confidential as possible
Deal with grievances sensitively, particularly where they concern other workers. You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing ae.g. fraud, internally rather than disclosing them outside the business.
If a worker raises a separate grievance during a disciplinary hearing, it is good practice to adjourn the hearing until the grievance is dealt with.
By dealing with problems in a fair and reasonable manner, you are much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.
Source: Internet
[/list]
From China, Shanghai
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If problems do arise, deal with them rather than let them fester into resignations and/or tribunal claims. Disciplinary and grievance procedures should be an aid to good management.
Any worker may have concerns or complaints about their work, employment terms, working conditions or relationships with colleagues that they want to discuss or bring to your attention. They will want you to address and, if possible, resolve these grievances.
Handle these issues before they develop into more serious problems that can affect performance, morale and discipline.
Where a grievance applies to more than one person and you recognize a trade union, then you could resolve the problem through a collective agreement with that union.
There is no exhaustive list as to what you should include in your grievance procedure. It should aim to resolve problems as fairly and quickly as possible.
The practice on disciplinary and grievance procedures sets out that a procedure should:
be straightforward and in writing
• allow for the rapid resolution of problems
• be made known to all workers
The stages contained in the procedure will vary with the size, type and structure of the business. It will usually specify:
• how and to whom a worker should raise an issue
• where to go next if the issue can't be resolved at this level
• what the time limits are for each stage of the procedure
• the right to be accompanied by a colleague or trade union
official at any hearing
Handling a grievance
When dealing with a grievance:
• ensure you're familiar with the procedure and apply it
correctly
• hold any grievance hearing in private without interruptions
• where a grievance relates to the person's line manager,
ensure that the employee can raise the grievance with
someone else
• listen carefully to the person's explanation of the problem and
consider whether there is a deeper issue which might be the
root cause of the grievance
• listen to any conflicting points of view
• weigh up all evidence to see whether there is an issue you
need to address
• decide what action to take, trying to balance fairness to the
person without compromising the business or other workers
• inform all concerned parties of your decision and the appeal
process
• ensure you resolve any problems relating to policies,
procedures or conduct where the grievance procedure
highlights these
• keep the process as confidential as possible
Deal with grievances sensitively, particularly where they concern other workers. You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing ae.g. fraud, internally rather than disclosing them outside the business.
If a worker raises a separate grievance during a disciplinary hearing, it is good practice to adjourn the hearing until the grievance is dealt with.
By dealing with problems in a fair and reasonable manner, you are much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.
Source: Internet
[/list]
From China, Shanghai
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